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Leveraging Personal and Structural Power for Positive Change

Leveraging Personal and Structural Power for Positive Change. Pat Bradshaw Associate Professor Schulich School of Business. Understand Sources of Power Develop Strategies to Assess and Build Your Own Power Explore Application of the Political Perspective

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Leveraging Personal and Structural Power for Positive Change

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  1. Leveraging Personal and Structural Power for Positive Change Pat Bradshaw Associate Professor Schulich School of Business

  2. Understand Sources of Power Develop Strategies to Assess and Build Your Own Power Explore Application of the Political Perspective Discuss Links Between Power and Leadership Learning Objectives for the Session

  3. Patterns of competing interests, conflicts and power Organizations as Political Systems Interests Conflicts Power

  4. How do you feel about power and using power in your organization? Why is this topic included in the Conference? Is power an inappropriate topic of discussion? How does it relate to your own values? What is power? What behaviors do powerful people exhibit? Power

  5. Dimensions of Personal Power

  6. Sources of Power

  7. Expertise Legitimate Authority Referent Rewards/Coercion Association Surface Personal Power

  8. Surface Personal Power

  9. Control of Scarce Resources Criticality/Relevance Centrality Visibility Coalitions Flexibility/Autonomy Surface Structural Power

  10. Surface Structural Power

  11. Control of the Agenda Management of Meaning Taken-For-Granted Rules and Routines Deep Cultural Power

  12. Deep Cultural Power

  13. Authenticity Critical Consciousness/ Avoidance of the Traps of Frames (Psychic Prisons) Scepticism and Critical Detachment Defiance Privilege Deep Personal Power

  14. Deep Personal Power

  15. A right, advantage, favor or immunity granted to some people or groups, not enjoyed by others and sometimes detrimental to them Invisible package of unearned assets, a weightless knapsack of special provisions Privilege: The Invisible Knapsack

  16. Systematically assess current sources of power Develop new sources and make a plan (short and long run) for increasing surface personal power Do career planning and make sure you are in a position characterized by surface structural power Reflect on deep power, heighten self awareness How Can You Apply This Model of Power?

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